The outbreak of the COVID-19 pandemic at the end of 2019 caused various problems for the international community, especially China as the outbreak’s epicenter. With the enactment of a lockdown policy in China, various activities involving human interactions, especially economic activities, are limited and can potentially disrupt the global value chain as China is the world’s factory. In this paper, we examine the impact of the pandemic on the Global Value Chain (GVC) in China. The authors argue that the pandemic has forced the companies that integrated with GVC to rethink their strategy on keeping the production process running well. This paper analyzes the impact of pandemics on the GVC in China by comparing the historical trajectories, actor’s strategies, and regulations before and after the pandemic. We compare these indicators before and after the pandemic to determine how they affect the GVC system and how companies adapt to the disruption by rethinking and readjusting their strategies. Thus, the analysis can conclude whether the fragmented GVC system is still relevant or needs an entirely new system with more resistance to phenomena like the COVID-19 pandemic.Keywords: The COVID-19 pandemic, Lockdown, Fragmented Global Value Chain, Companies Operated in ChinaMerebaknya pandemi COVID-19 di penghujung tahun 2019 menimbulkan berbagai permasalahan bagi dunia internasional khususnya Tiongkok sebagai episentrum penyebaran virus. Dengan diberlakukannya kebijakan lockdown di Tiongkok, berbagai aktivitas yang melibatkan interaksi manusia, khususnya aktivitas ekonomi, menjadi terbatas dan berpotensi mengganggu rantai nilai global karena Tiongkok adalah pabrik dunia. Dalam tulisan ini kami membahas dampak pandemi pada Global Value Chain (GVC) di Tiongkok. Penulis berpendapat bahwa pandemi telah memaksa perusahaan yang terintegrasi dengan GVC untuk memikirkan kembali strategi mereka dalam menjaga agar proses produksi tetap berjalan dengan baik. Tulisan ini menganalisis dampak pandemi terhadap GVC di Tiongkok dengan membandingkan lintasan historis, strategi aktor dan regulasi sebelum dan sesudah pandemi. Dengan membandingkan indikator-indikator tersebut di masa sebelum dan setelah pandemi, akan membantu untuk mengetahui bagaimana pandemi memengaruhi sistem GVC dan bagaimana perusahaan beradaptasi terhadap gangguan dengan memikirkan dan menyesuaikan kembali strategi mereka. Dengan demikian, analisis tersebut dapat digunakan untuk menyimpulkan apakah sistem GVC yang terfragmentasi masih relevan atau ternyata diperlukan sistem yang benar-benar baru yang lebih tahan terhadap fenomena pandemi COVID-19 tersebut.Kata-kata Kunci: Pandemi COVID-19, Lockdown, Global Value Chain Terfragmentasi, Perusahaan yang beroperasi di Tiongkok

Indonesia is one of the countries that are willing to accept the arrival of refugees to its territory. Although it has not yet ratified the 1951 Refugee Convention and the 1967 Protocol of the United Nations High Commissioner for Refugees (UNHCR), Indonesia has issued Peraturan Presiden Nomor 125/2016 on international refugees. In addition, the Indonesian government, especially President Joko Widodo, issued various statements which mostly emphasized fulfilling rights and upholding humanity for refugees demonstrating Indonesia's commitment to carrying out the human values contained in the Preamble of Undang-Undang Dasar 1945 and Pancasila as a dominant discourse of Indonesia's strategic culture. However, the discourse seems to have shifted in the era after the COVID-19 pandemic which has also potentially changed the Indonesian government's treatment of refugees. The negative impacts in various sectors made Indonesia have to prioritize the safety of its citizens and potentially neglect the fulfillment of the rights of refugees. Indonesia's burden in handling refugees during the pandemic is exacerbated by the unresponsiveness of UNHCR and the International Organization for Migration (IOM) which should be responsible for handling refugees. This leaves groups of refugees in a vulnerable condition because they are neglected by the Indonesian government both at the central and regional levels. Therefore, this paper tries to analyze aspects behind the shift in the Indonesian government's policy regarding foreign refugees using strategic cultural discourse and provide advice to the Indonesian government for handling refugees in pandemic and/or after pandemic situations without forgetting the humanitarian aspect of refugees.Keywords: Humanity, Strategic Culture, COVID-19, Refugees, Indonesian Government. Keywords: Humanity, Strategic Culture, COVID-19, Refugees, Indonesian Government

Tujuan dalam penelitian ini adalah melihat peran World Food Programme (WFP) sebagai organisasi internasional dalam merespon isu kerawanan pangan di Namibia, yang didasari adanya kerentanan food security di Namibia yang dapat berdampak jangka panjang, sehingga menimbulkan adanya intervensi dari organisasi internasional melalui WFP. Dalam penelitian ini ditemukan bahwa peran WFP dalam melindungi hak asasi manusia melalui program shock responsive social safety nets, school meals, EP-RBJ-Regional: persiapan El Ni�o untuk kawasan Selatan Afrika. Peran untuk bantuan kemanusiaan melalui program zero-hunger, food security analysis, serta memberikan penguatan kapasitas kepada entitas pemerintah yang terlibat dalam kebijakan dan program terkait kelaparan. Peran WFP dapat dikatakan bergerak lewat bantuan teknis dan program masukan yang mana belum dapat mengintervensi secara penuh pengambilan kebijakan pemerintah Namibia.

Kapal Api Group as the lead firm of the coffee industry in Indonesia has become one of the main players in the global value chain. This achievement cannot be separated from the upgrading strategy implemented by Kapal Api from upstream to downstream. This research examines the global value chain of PT Kapal Api Global by analyzing the upgrading strategy that focuses on functional upgrading and intersectoral upgrading. Besides that, this research also further reviews how the company synergizes with government and non-governmental actors, as well as explores the implementation of domestic and international norms at PT Kapal Api Global. Through all the information and data obtained, the authors also provide four upgrading solutions or recommendations that can be implemented by PT Kapal Api Global in the future, such as product innovation and expansion, involvement of cultural elements, marketing strategies abroad, and cooperation with non-governmental organizations.